Agile for Non-Software Teams
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Agile for Non-Software Teams

A Practical Guide for Your Journey

About the Book

Have you considered adopting an Agile way of working in your team?

Business agility does not mean using the same processes and practices as your software and IT teams. In fact, the specific practices don't matter. Agile is a way of thinking and making choices that can benefit marketing, HR, finance, all parts of the business.

This practical book will help you to...

  • Decide where and how an Agile approach can help you serve the business better
  • Customize and regularly improve an Agile way of working without having to be a process expert
  • Avoid the many pitfalls that lead to mediocre performance or bounce-backs
  • Feel confident about your choices, even if they are different from what your tech colleagues use

The book's foreword is by L. David Marquet, author of Turn the Ship Around!

“Despite emerging in the technology domain, there is nothing exclusively tech about Agile.” – Evan Leybourn, Founder & CEO, Business Agility Institute

“This book is written for the audience we always forget in Agile transformations: the non-software roles.” – David Dame, VP, Global Agile, Scotiabank

“Gil has managed to make Agile accessible to everyone.” – Sandy Mamoli, Author of Creating Great Teams, Nomad8

“You will be in the driver’s seat throughout, choosing what fits your situation and unique goals.” – Suzanne Daigle, Business Strategist and Partner, NuFocus Strategic Group

“I wish such a resource had been available at the start of our transformation!” – Heather Francis, Head of Transformation, Roche Canada

About the Author

Gil Broza
Gil Broza

Gil Broza specializes in helping tech leaders deliver far better results by upgrading their Agile ways of working. He also supports their non-software colleagues in creating real business agility in their teams. He has helped almost 100 large and small, private- and public-sector organizations achieve real, sustainable improvements by working with their unique contexts and focusing on mindset, culture, and leadership. Previously, Gil worked as a development manager, team leader, and programmer for many years, successfully applying Agile methods since 2001. He has served as a regular writer for the prestigious magazine (a PMI publication) and as a track chair for the Agile 2009, 2010, and 2016 conferences. He regularly gives keynotes and interactive talks at conferences worldwide.

Throughout his career, Gil has focused on human characteristics that prevent positive outcomes in teams and organizations. These include limiting habits, fear of change, outdated beliefs, and blind spots, among many others. In helping teams and leaders overcome these factors, he supports them in reaching ever-higher levels of performance, confidence, and accomplishment. In 2012, he published The Human Side of Agile, the definitive guide to leading Agile teams. In 2015, he published The Agile Mind-Set, helping practitioners and leaders alike master the Agile approach and make their ways of working truly effective. And in 2019, he published Agile for Non-Software Teams to help managers consider, design, start, and cultivate Agile ways of working in non-software functions.

Gil provides services for establishing effective ways of working and improving value delivery. Companies also invite Gil for specialized support, such as facilitating organizational mindset workshops, delivering keynote at internal conferences, and leading sessions with executives. See his current offerings at

Table of Contents

  • What People Are Saying About Agile for Non-Software Teams
  • Foreword
  • Introduction
  • Chapter 1: How Your Way of Working Matters
    • You Can Reach Your Goals in Multiple Ways
    • The Potential of an Agile Way of Working
    • Articulate Your Motivation Around Agile
  • Chapter 2: Consider How Agile Differs from Your Current Way of Working
    • Tactics
    • Choice-Making
    • Values
    • Beliefs
    • Agility Has Many Forms Now
  • Chapter 3: Listen to Your Team’s Concerns
  • Chapter 4: Determine Where You’ll Try Agile for the First Time
    • Inventory All the Work You Do
    • Narrow Down the List
    • Frame the Work
    • Examine the Results
  • Chapter 5: Understand that It Will Be a Journey, and It Can Go Wrong
    • Voluntary Participation
    • The Experience of Change
    • Don’t Start with Practices, Frameworks, or Tools
    • The Risk of Misalignment
  • Chapter 6: Prepare for the Journey
    • Choose a Good Time to Start
    • Get Your Manager and Stakeholders on Board
    • Prepare the Team
    • Prepare Yourself
  • Chapter 7: Learn Enough About Agile Principles to Get Started
    • Organize People Around Value Creation
    • Collaborate on a Product, Service, or Solution
    • Produce Outcomes of Value
    • Always Work on What’s Most Important
    • Get Feedback Frequently
    • Keep the Cost of Change Low
    • Constrain the Intake of Work
    • Visualize the Work
    • Break Work Down
    • Bounded Team Autonomy
    • Self-Organization
    • Collaboration
  • Chapter 8: Design Your Initial Way of Working
    • Choose Operating Principles
    • Design the Workflow
    • Structure the Team
  • Chapter 9: Support the Team During the First Few Months
    • Start with a Kick-off
    • Finish Small Valuable Work Together
    • Make Working Agreements
    • Stabilize the System
    • Watch for Attitudes and Behaviors that Hamper Agility
    • Reflect and Improve Frequently
    • Lead Intentionally
    • Assess How It’s Going
  • Chapter 10: Increase and Expand Agility
    • Continuous Improvement
    • Expanding the Scope of Agility
    • Metrics and Measurements
    • Warning, Dangers Ahead
  • Epilogue: A Glimpse into the Future
  • Stories from the Field
    • Marketing Team at a Technology Company
    • Office Design and Build-out
    • Biotech R&D
    • Field Service Operations Center at a Commercial and Residential Energy Utility
  • Acknowledgments
  • Notes
  • Meet Gil Broza
  • Notes

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